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Report development of human resources hrm report grp4

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Report development of human resources hrm report grp4

  1. 1. Kristian Peralta | Macki Cosgayon Thea Obamos | Gigi Alba
  2. 2. Functions of Human Resource Management 1. Job Organization and Acquisition 2. Human Resource Retention 3. Development of Human Resources 4. Separation
  3. 3. Objectives By the end of this session, participants should be able to:  Define training, learn its goals and objectives, and explain its significance to the organization  Identify and explain the 4-stage Training Cycle
  4. 4. Objectives  Give examples of training strategies that organizations use for human resource development  Define career planning, learn its goals and objectives, and explain its significance to the organization  Enumerate the 4 steps in the career planning process and explain the strategies used
  5. 5. Objectives  Define employee engagement and explain its significance to human resource development  Give examples on how to generate employee engagement in the organization
  6. 6. Training
  7. 7. Training & Development Definition Training – an organization’s planned effort to facilitate employees’ learning of job-related competencies Development – formal education, job experiences, relationships, and assessments of personality and abilities that help employees prepare for the future.
  8. 8. Objective of Training To help the organization achieve its mission and goals by improving individual and, ultimately, organizational performance
  9. 9. Significance of Training  Maintains qualified products and/or services  Achieves high service standards  Provides information for new comers  Refreshes memory of old employees  Achieves learning about new things; technology, products/service delivery
  10. 10. Significance of Training  Reduces mistakes – minimizing costs  Opportunity for staff to give feedback/suggest improvements  Improves communication & relationships – better teamwork
  11. 11. Benefits of Training Improved employee morale Less supervision Fewer accidents Chances of promotion Increased productivity
  12. 12. Basic Grounds for Training 1. New Hire Training 2. Retraining 3. Technology Training 4. Uptraining
  13. 13. Training Methods 1. On-the-job Training 2. Off-the-job Training
  14. 14. The Training Cycle Identify learning need Design training Deliver training Evaluate training
  15. 15. Management Development  Mentorship  Leadership Training  Executive Education
  16. 16. Career Planning
  17. 17. Career Planning Career - the series of work-related positions a person occupies throughout life Career planning - establishing a plan that indicates an individual’s path in his career, in consideration of his skill sets, interests, and future goals
  18. 18. Significance of Career Planning  Goal-driven productivity  Personal and organizational growth  Succession planning  Position alignment with skills and interests  Financial advantages of in-house experts
  19. 19. Objective of Career Planning Develop employee career plans that take into account their skills, interests, expertise, and preferences, matching them with specific steps and actions for development and growth, in alignment with a company’s organizational goals
  20. 20. Career Planning  Organization-centered career planning  Individual-centered career planning
  21. 21. Career Planning: Organizational & Individual Organizational Individual Note changes in interests & goals as career and life stage change Assess alternative paths inside & outside the org Plan life & work goals Identify personal abilities & interests Develop & audit a career system for the org Assess individual potential & training needs Plan career ladders Identify future organizational staffing needs
  22. 22. 4-Step Career Planning Process Self Assessment Exploration & Research Gaining Experience & Credentials Implementing Career Strategy
  23. 23. Strategies in Career Planning  Aptitude and personality testing  Income graphing  Job rotations  Internal hiring  Lateral and vertical transfers  Work-life balance
  24. 24. Employee Engagement
  25. 25. Team Building Activity
  26. 26. Campbell’s Soup CEO Doug Conant “To win in the marketplace you must first win in the workplace.”
  27. 27. Definition Employee engagement - the emotional commitment the employee has to the organization and its goals
  28. 28. Employee Engagement Engaged employees Higher service, quality, & productivity Higher customer satisfaction Increased sales Higher levels of profit
  29. 29. Employee Engagement Drivers Employee perceptions of job importance Employee clarity of job expectations Career advancement opportunities Regular feedback and dialogue with superiors Quality of working relationships with coworkers Perceptions of the values of the organization Effective internal employee communications
  30. 30. Characteristics of an Engaged Employee Highly productive Involved Takes ownership Committed Empowered
  31. 31. Engaging Employees  Planning  Survey  Flexibility  Trust  Compensation  Games  Recreation
  32. 32. How 3 Organizations Ensure Human Resource Development through Training, Career Planning, and Employee Engagement
  33. 33.  Directly hires employees except utility staff  Conducts employee orientation after contract signing  New hire classroom/exposure training for 7 days, 1 month buddy system (shadowing)  Contractual employees for 5 months, performance evaluation for regularization before 6th month
  34. 34.  Bi-annual performance appraisals  Medical, dental, and cooperative benefits upon regularization  Basic salary with incentives and bonuses  Training for newly-rolled out polices and processes, constant training for customer care  Training for leadership, communication, decision-making, team building
  35. 35.  Lateral and vertical job movements  Loyalty awards with rewards for year 5/10/15/20…
  36. 36.  Directly hires employees except utility staff  Conducts employee orientation after contract signing  New hire classroom training for at least 3 weeks (depending on client requirements), at least 2 weeks of nesting  6-month probationary period, quarterly performance appraisals with yearly performance-based salary increase
  37. 37.  Lifestyle benefits: Teletech passport (discount card), game rooms, concerts, award nights, family day, summer outing, team building activities, etc.  Internal lateral and vertical job movements with opportunities for interim positions, leadership and management trainings  Basic salary, allowances, and performance- based incentives, commissions, bonuses, Teletech Dollars and Teletech Store
  38. 38.  Employee referral programs  Teletech University  Technology based systems for transparency: Intranet system, Kronos for schedule and pay monitoring, Sick Hotline for calling in sick, IT portal for technology- related issues, etc.  Partnership with Cornell University for online courses
  39. 39.  1-month new hire training and orientation at Training Center, branch immersion  1-2 days for existing employee seminars (branch, region, hub)  Technical training (branch, region, hub)  1-month training for Customer Service Representative (CSR) to New Accounts Clerk (NAC)  2-week training for CSR to Loans
  40. 40.  1-week training for lateral operations transfers  1-month New Systems Training (Training Center), 1-week immersion, 1-month rotation among departments and/or branches  4-month training for Branch Operations Officers at the Training Center
  41. 41.  6-month Managerial Training at the Training Center  Think Big Program - little ideas that can create a huge impact by economies of scale  Other Orientations and Seminars  Quarterly bonuses, performance-based salary increase, bonuses for year 5/10/15, bonus for passing board or bar exams
  42. 42.  Medical, dental, and optical benefits  Outings, anniversary and holiday parties
  43. 43. Sir Ken Robinson “You cannot predict the outcome of human development. All you can do is - like a farmer - create the conditions under which it will begin to flourish.”
  44. 44. References  Anthony W.P., Kacmar, K.M., Perrewé, P.L. (2002) Human resource management: a strategic approach, 4th ed. Fort Worth : Harcourt College Publishers.HF5549 .A866 2002  Crim, Dan and Gerard H. Seijts (2006). "What Engages Employees the Most or, The Ten C’s of Employee Engagement". Ivey Business Journal. Retrieved 2013-01-24.  Employee Commitment Remains Unchanged..... Watson Wyatt Worldwide. 2002. Retrieved 2006-11-07.  Engage Employees and Boost Performance. Hay Group. 2002. Archived from the original on 2006-11-23. Retrieved 2006-11-09  Fresno State University Website (http://www.fresnostate.edu/studentaffairs/careers/alumni/planning/)  Goldstein, I. L., Ford J.K. (2002) Training in organizations: needs assessment, development, and evaluation, 4th ed. Belmont, CA . HF5549.5.T7 G543 2002  Greer, C.R. (1995) Strategy and human resources – a general managerial perspective, Prentice Hall.  Hamilton, Chris Top Ten Ideas for Employee Engagement http://smallbusiness.chron.com/top-ten-ideas-employee-engagement-31543.html  Hulme, Virginia A. (March 2006). "What Distinguishes the Best from the Rest". China Business Review.  Kruse, Kevin Forbes Website http://www.forbes.com/sites/kevinkruse/2012/06/22/employee- engagement-what-and-why/  Mathis, R. Human Resource Management 13th Edition
  45. 45. References  MSG Experts (2013). Management Study Guide. Retrieved January 26, 2015, from Employee Training: http://www.managementstudyguide.com/employee-training.htm  Noe, R. A. (2008). Employee Training & Development, 4th ed., New York: McGraw-Hill Irwin.  Riley, Michael, (1996) Human resource management in the hospitality and tourism industry, 2nd ed. Oxford ; Boston : Butterworth-Heinemann. TX911.3.P4 R55 1996  Ryan, Richard M. and Edward L. Deci (January 2000). "Self-Determination Theory and Facilitation of Intrinsic Motivation, Social Development, and Well-Being". American Psychologist Association 55: 68–78. doi:10.1037/0003-066x.55.1.68. Archived from the original on 2006-12-12. Retrieved 2006-11-06.  State Government of Victoria Website (http://careers.vic.gov.au/exploration/a-fair-workplace)  United State General Accounting Office. (2004). Human Capital: A Guide for Assessing Strategic Training and Development Efforts in the Federal Government. GAO-04-546G.

Notes de l'éditeur

  • A review on the Functions of Human Resource Management
  • It is important to note that training focuses on improving an employee’s skill level as related to his/her current job; while development has a more long-term focus intended to help an employee prepare for future jobs.
  • Training is crucial for organizational development and success. It is fruitful to both employers and employees of an organization. An employee will become more efficient and productive if he is trained well.

    1. Improved employee morale – Training helps the employee to get job security and job satisfaction. The more satisfied the employee is and the greater is his morale, the more he will contribute to organizational success and the lesser will be employee absenteeism and turnover.
    2. Less supervision – A well trained employee will be well acquainted with the job and will need less supervision.
    3. Fewer accidents – Errors are likely to occur if the employees lack knowledge and skills required for doing a particular job. The more trained an employee is, the less chances of committing accidents and the more proficient the employee becomes.
    4. Chances of promotion – Employees acquire skills and efficiency during training. They become more eligible for promotion. They become an asset for the organization.
    5. Increased productivity – Training improves efficiency and productivity of employees. Well trained employees show both quantity and quality performance. There is less wastage of time, money, and resources if employees are properly trained.
  • New Hire Training - New candidates who join an organization are given training. This training familiarizes them with the organizational mission, vision, rules and regulations, and the working conditions.
    Retraining - The existing employees are trained to refresh and enhance their knowledge.
    Technology Training - If any updates and amendments take place in technology, training is given to cope up with those changes. For instance, purchasing new equipment, changes in technique of production, computerization, among others. The employees are trained about use of new equipment and work methods.
    Uptraining - When promotion and career growth becomes important, training is given so that employees are prepared to share the responsibilities of the higher level job.
  • 1. On the job training – this training method takes place in a normal working situation. It is a simple and cost-effective training method. The employees are trained in actual working scenario. The motto of such training is “learning by doing”.
    2. Off the job training – this training method is provided away from the actual working conditions. It is generally used in case of new employees. Such method is costly and is only effective if a large number of employees have to be trained within a short time period.
  • In order for the training to be effective, employers and trainers must follow the established training cycle. Training Designs are never generic. The processes vary depending on the needs of a particular company and the type of employees to be trained.
  • Mentorship is a personal developmental relationship in which a more experienced or more knowledgeable person helps to guide a less experienced or less knowledgeable person
    Leadership Training is aimed at developing leadership abilities and attitudes of individuals
    Executive Education refers to academic programs at graduate-level business schools worldwide for executives, business leaders and functional managers
  • Goal-driven productivity – employees are more driven to perform
    Personal and organizational growth – there is growth both in the individual employees and the organization as a whole as employees become more driven to succeed and move up the ladder
    Succession planning – responsibilities and accountabilities can be more clearly defined along with the roles the hierarchy
    Position alignment with skills and interests – each person is matched with a position that matches his skill and interest
    Financial advantages of an in-house experts – it is usually cheaper to promote within the organization that hiring externally
  • Organization-centered career planning - focuses on identifying career paths that provide for the logical progression of people between jobs in an organization
    Individual-centered career planning - focuses on an individual’s responsibility for a career rather than on organizational needs
  • Effective career planning considers both organization-centered and individual-centered perspectives.
  • 4 Steps in the Career Planning Process
    Personal Assessment (Skills, Values, Interests, Needs, Aptitudes & Personality)
    Self-Care: Consider the work-life balance that you need
    Exploration and Research
    Occupational Research
    Informational Interviews with people in your field of interest
    Educational Research – What sort of training or credentials would you need?
    Industry Research
    Professional & Trade Associations in the field
    Gaining Experience & Credentials
    Short-Term Training
    Education (Classroom and e-Learning)
    Volunteer Work
    Interim or Temporary Employment
    Job Shadowing
    Implementing Career Strategy
    Updating CV
    Job Application
    Salary Negotiation
  • Divide class into 2 groups
    Each group should select 2 “soldiers”
    The 2 soldiers need to cross the minefield blindfolded, while the rest of the group will be the navigators, guiding them through it
    Each group will be timed on how quickly they can get their 2 soldiers safely out of the minefield
    The group with the shortest time record wins
  • This emotional commitment means engaged employees actually care about their work and their company. They don’t work just for a paycheck, or just for the next promotion, but work on behalf of the organization’s goals. When employees care - when they are engaged - they use discretionary effort.
  • Planning
    Management best practices involve hiring the right employee for the right job so that employees remain content with their work and employer. Businesses should keep their job descriptions realistic and have an orientation program that thoroughly familiarizes employees with the workplace and their job roles and responsibilities.
    A business should hire a professional consulting company to issue surveys to employees before making improvements to increase employee engagement. While a business owner can create surveys himself, a specialized consulting company experienced in increasing engagement can suggest areas of improvement to the business owner after analyzing survey results.
    Businesses with employees who take care of dependents should provide them with flextime or a compressed workweek and generous leave benefits to increase engagement, according to the Families and Work Institute. Flextime allows employees to modify the hours they work and a compressed workweek allows them to accomplish weekly work in four days instead of five.
    Employers should provide openness and transparency when dealing with workers, even when they have to disclose bad news such as reduced hours. Employees trust executives who live by example, so business owners should hold themselves to the same standard of conduct as they do their employees.
    Employees expect fair compensation for their work and business owners should provide producing employees with bonuses. This compensation should also include pay increases and better positions for employees who consistently exceed expectations. Employers should offer compensation that involves employees in the future of the company, such as offering stock options and profit sharing.
    Business owners should work competitions into their business models to engage employees. Splitting employees into groups and keeping score of their accomplishments breaks up the monotony of work, gives them focus and increases productivity. Social recognition of employee victories further develops engagement.
    Employees appreciate recreational activities their employer offers, such as a company barbeque and volunteer activities in which management and business owners participate. These activities allow management to form a personal bond with employees, which increases the emotional satisfaction of their workers.
  • It is important to note that training focuses on improving an employee’s skill level as related to his/her current job; while development has a more long-term focus intended to help an employee prepare for future jobs.
  • Think Big Program: (e.g. reuse paper, paperclips, rubber bands, integration of forms to eliminate rubber stamps, Metrobank Online)
  • Sir Kenneth Robinson (born 4 March 1950) is an English author, speaker and international advisor on education in the arts to government, non-profits, education and arts bodies.